How to manage key employees 1 Importance of core employees
Generally speaking, core employees refer to those who are scarce in the human capital market, have high value, master core technology, engage in core business, or are in key positions, have rich industry experience, have superb professional technology and management skills, and can make special contributions to the development of enterprises.
Core employees have professional expertise and high ability and quality, master the core competence of enterprises, are the main creators of enterprise value, and play a decisive role in the rapid growth and sustainable development of enterprises. At the same time, because of their strong challenges and autonomy in their work, as well as their high mobility will and goals, they are also the main targets of competition in the talent market.
The loss of core employees has a great negative impact on enterprises. First of all, because the key resources affecting the development of enterprises are in the hands of core employees, once they leave their jobs, enterprises must recruit and train new employees again, which will inevitably lead to the increase of human resources costs. However, it is uncertain whether the newly recruited employees can be competent for the job and integrate into the enterprise. If the enterprise can't find the corresponding replacement in time and the key resources can't be supplemented, it will affect the normal operation of the enterprise. If the core employees are lost to peers or competitors, it will also bring the loss of core technology and business secrets, which is even more fatal for enterprises.
Secondly, the loss of core employees of enterprises is mostly accompanied by the collective job-hopping of their subordinate employees, which is particularly prominent in the resignation of enterprise executives. This collective loss of core employees is fatal to enterprises and may lead to complete paralysis of enterprises.
Moreover, what about the resignation of core employees? Demonstration? The effect will also make employees' mentality unstable, morale low and work efficiency decline. Thirdly, many core employees who left the enterprise left because they were dissatisfied with the enterprise. After the core employees leave the enterprise, if they reveal their views on the original enterprise on some occasions, the corporate image will be damaged to some extent.
2. Analysis of the reasons for the loss of core employees in enterprises
Without core employees, an enterprise is like having no leading role on the stage. There are many reasons for the loss of core employees, including the internal and external environment of employees and organizations.
2. 1 core employees' own factors
Recently, Beijing Ipsos Enterprise Consulting Service Center and Fortune Chinese Edition conducted a health survey among 65,438+0,576 senior managers. The results show that nearly 70% of executives feel that they are under great pressure at present, and 2 1% of them think that they are under great pressure.
The core employees are faced with not only the unpredictable business environment in 2 1 century, but also the increasing market competition and shrinking profit space. At the same time, they have to bear the pressure from superiors, the challenges from colleagues and the changes in the company's business strategy. If these pressures are not handled in time, they may also induce job-hopping events. In addition, with the passage of time and the satisfaction of basic living conditions, core employees hope to be respected and expect higher returns. As the needs of core employees have changed, they will increasingly feel that the organization cannot meet their own development. If outside? Gravity? If there are more development opportunities, it is inevitable to leave.
2.2 Enterprise internal factors
Organization is the carrier on which core employees live. Once some factors in the organization are inappropriate, it will easily lead to the resignation of core employees. From the organizational point of view, the fundamental reason leading to the turnover of core employees in enterprises lies in enterprise management. The company does not attach importance to talents, the quality of managers is not high, and the employee incentive mechanism is not perfect, which are all factors leading to the loss of core employees. In addition, enterprises can't provide reasonable and competitive salary, which is usually the direct cause of brain drain. Salary represents the enterprise's evaluation of the value of core employees and is an important indicator to reflect the value of employees. According to a survey, among all job-hoppers, 52.5% resigned because of the low salary of the original unit.
2.3 External environmental restrictions
Limited by external factors such as geographical location and resources, peacocks fly southeast. The phenomenon of talent flowing to the coast still exists, and leaders in the central and western regions often lament that it is difficult to attract talents and it is even harder to stay. In addition, with the multinational enterprises camping in China, the competition for talents is becoming increasingly fierce, and the core employees of enterprises are paid more and more attention as scarce resources. The higher the scarcity of talents, the greater the pull on the brain drain. Many enterprises do not hesitate to hunt for the core employees of competitors with high salary, higher vocational students, high welfare, overseas training and other favorable conditions, which is also an important reason for the company's core employees to leave.
3. Discussion on the strategy of retaining core employees in enterprises
In recent years, due to the active domestic talent market and the change of talent concept, the problem of brain drain in enterprises has become increasingly serious, and the loss of core employees will have a great impact on enterprises. Enterprises will not only bear tangible costs such as recruitment, training and business, but also lose intangible assets such as corporate reputation and morale. Therefore, enterprises should attach great importance to the brain drain and actively build an effective retention mechanism. The mechanism should not only conform to the basic theory of the enterprise, but also conform to the characteristics of the enterprise, which can fully reflect the special requirements of the enterprise for the core employees and is conducive to bringing their talents and potentials into play.
3. 1 Provide reasonable salary level and keep salary.
Making a reasonable salary policy is an important means to attract and retain core employees. Enterprises must provide competitive salaries for core employees and establish a set of? Internal fairness, external competition? The salary system should be constantly improved and adjusted with the development of the market in the process of enterprise and market development. Enterprises can design the salary model of core employees as annual salary system, flexible salary system, special reward system and self-help system. No matter what kind of salary model, its incentive focus is the same, that is, while enjoying the salary, the core employees of the enterprise can feel that their own value is recognized, their efforts are rewarded and they become the masters of the enterprise.
3.2 humanistic care, emotional maintenance
People are emotional animals, and feelings are better intangible assets than money. Psychologists say that emotion is a need? Pyramid? The highest level of demand put forward by biologists? Feelings can be eaten? Say, emotion has reached the state of resisting hunger. If you just give money and things blindly, but ignore the respect for employees and have no emotional communication with core employees, then money and things will depreciate, and core employees will stay with you? Strange bedmates? Even if it flies away, another perched branch will be taken away? Card? Tao, also can only be to stay, people can't stay.
If an enterprise wants to retain people emotionally, it must treat employees sincerely, respect employees, pay attention to employees, and maintain equal, fair and open communication. In Siemens, the company has a very systematic dialogue with its subordinates at least once a year. This borderless cultural atmosphere and smooth communication channels provide for every employee? Talk about participation? Opportunity. In addition, enterprises should be employee-oriented, think about what employees think and worry about their urgent needs.
Take a series of measures to facilitate the people and improve the quality of life of employees. For example, enterprises can provide convenient measures such as commuting, company housing, free working meals, free medical examinations, paid vacations, birthday celebrations, and travel incentives. And help employees solve family problems through childcare, preferential treatment for their children to go to school, hospitalization of old employees, and guaranteed loans for employees to buy houses.
3.3 Help employees grow and keep them in their careers.
Kazuo inamori, a famous entrepreneur who successfully founded two Fortune 500 companies, once said: Leaders and managers should first satisfy employees' material and spiritual happiness. Only when I think of them can they go to the farmland with me. ? In today's era of fierce competition for talents, enterprises must create opportunities for talents to succeed and provide conditions for them to become talents.